Book description
Together, these authors have more first-hand experience in leadership development and succession planning than you're likely to find anywhere else. And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaders by planning for their development, coaching them, and measuring the results of those efforts. Moreover, the book presents a combination leadership-development/succession-planning program that ensures a steady line-up of leaders for every critical position within the company. It's an approach that bolsters the retention of intellectual capital as it eliminates the need to go outside for expensive "stars," who will probably jump ship before they reach their full potential anyway.
Table of contents
- Copyright
- Preface
- Acknowledgments
- About the Authors
- Introduction
-
1. Six Leadership Passages: An Overview
- 1.1. Passage One: From Managing Self to Managing Others
- 1.2. Passage Two: From Managing Others to Managing Managers
- 1.3. Passage Three: From Managing Managers to Functional Manager
- 1.4. Passage Four: From Functional Manager to Business Manager
- 1.5. Passage Five: From Business Manager to Group Manager
- 1.6. Passage Six: From Group Manager to Enterprise Manager
- 1.7. Adapting the Model to Small Business Requirements
- 1.8. Passages Through the Pipeline
- 2. From Managing Self to Managing Others
- 3. From Managing Others to Managing Managers
- 4. From Managing Managers to Functional Manager
- 5. From Functional Manager to Business Manager
- 6. From Business Manager to Group Manager
-
7. From Group Manager to Enterprise Manager
- 7.1. Challenge One: Delivering Consistent, Predictable Top and Bottom Line Results
- 7.2. Challenge Two: Setting Enterprise Direction
- 7.3. Challenge Three: Shaping the Soft Side of the Enterprise
- 7.4. Challenge Four: Maintaining an Edge in Execution
- 7.5. Challenge Five: Managing the Enterprise in a Broader, Global Context
- 7.6. A Significant Value Shift
- 7.7. Signs That a CEO Is Struggling
- 7.8. CEO Development: No Skipping Levels Allowed
- 7.9. Don't Set Up a CEO for Failure
- 8. Diagnostics: Identifying Pipeline Problems and Possibilities
-
9. Performance Improvement: Clarifying Roles and Creating Performance Standards
- 9.1. The Relevance of Role Clarity
- 9.2. Defining Performance Standards
- 9.3. Using Performance Standards to Develop Leaders
- 9.4. Strategies for Getting to Full Performance
- 9.5. Strategy One: Start with the Boss and Not the Subordinate
- 9.6. Strategy Two: Search for Evidence of an Appropriate Values Shift
- 9.7. Strategy Three: Use Action Learning as a Primary Vehicle for Development
- 9.8. Strategy Four: Address Inappropriate Performance Immediately
- 9.9. The Retention-Development Connection
- 10. Succession Planning
- 11. Identifying Potential Pipeline Failures
-
12. The Functional Career Passage
- 12.1. Group Functional Manager
- 12.2. Broad and Complex Requirements
- 12.3. Signs That a Group Functional Manager Is Not Performing
- 12.4. Enterprise Functional Managers
- 12.5. Distinctive Skill Requirements and Work Values
- 12.6. Signs That an Enterprise Functional Manager Is Working at the Wrong Level
- 12.7. Developing Enterprise Functional Managers
- 13. Coaching
-
14. Benefits Up and Down the Line
- 14.1. Making Development Actionable and Understandable
- 14.2. Providing Boards with Insight and Information
- 14.3. Enterprise Leaders
- 14.4. Group Executives
- 14.5. Business Managers
- 14.6. Functional Managers
- 14.7. Manager of Managers
- 14.8. First-Line Managers
- 14.9. A Flexible Pipeline for Changing Organizations
Product information
- Title: The Leadership Pipeline: How to Build the Leadership-Powered Company
- Author(s):
- Release date: November 2000
- Publisher(s): Jossey-Bass
- ISBN: 9780787951726
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